Session 2: Leading Innovation in Legal Aid Teams Checking-in - - PowerPoint PPT Presentation

Session 2: Leading Innovation in Legal Aid Teams

Checking-in

Accelerator Goals

1) Develop strategies for leading teams in the face

• f uncertainty

2) Advance an organizational project

Program Overview

What is innovation? Leadership Principles Systems thinking + Introduction to Capstone project Capstone work Human centered design Capstone work Experiments Evaluation Capstone Conclusion Project management Organizational change Strategic Comm’s Capstone work Team development Meeting design for inclusion and creativity Capstone work

Recap of Session 1 Concepts

Innovation is not about solo genius, artistic ability, or robots.

Innovation is about harnessing collective genius

Teams are the launch pad for nonprofit innovations.

Leading Innovation in Teams: Inspiration

Build a winning team Set process agreements Understand the issues Identify strategic areas of work Pose HMW question(s)

Build a team

In principle, achieve alignment on 4Ps:

• Purpose
• Picture
• Plan
• Part

Build a team

In principle, achieve alignment on 4Ps:

• Purpose
• Picture
• Plan
• Part

Build a team

In principle, achieve alignment on 4Ps:

• Purpose
• Picture
• Plan
• Part

Set process agreements

Systems Thinking

An analytical discipline used by groups to develop strategy when their work is part of a broader context of different, interconnected forces. Understand the issues

“How Might We…..?”

http://http://www.designkit.orghttp://www.designkit.org/methods/3

Pose the brainstorm question

Leading Innovation in Teams Framework

Build a winning team Set process agreements Understand the issues Identify strategic areas of work Pose HMW question(s) Inspiration Ideation Implementation

Objectives for Today

• Work on capstone project, outlining the strategies for launching

your team

• Learn the basics of human-centered design
• Practice design behaviors on a relevant problem
• Explore how to integrate its usage in the workplace

Capstone Project Overview

The purpose of the capstone project is to prepare you to lead a team project.

Capstone Project Overview

By end of this course, you will have filled out a playbook for how to move forward.

Capstone Work

Innovation Playbook

Leading Innovation in Teams: Inspiration

Build a winning team Set process agreements Understand the issues Identify strategic areas of work Pose HMW question(s)

Capstone shareout

Share questions, ideas, resources, and other reactions for consideration.

Capstone Share Out

Break

Pick a paper, any paper...

Leading Innovation in Teams Framework

Build a winning team Set process agreements Understand the issues Identify strategic areas of work Pose HMW question(s) Conduct research

Revisit HMW

Brainstorm solutions

Choose ideas

Prototype & test

Inspiration Ideation Implementation

Leading Innovation in Teams: Ideation

Conduct research Revisit the HMW Brainstorm solutions Sort & choose ideas Prototype & test

Principles of Human Centered Design

• Profound focus on needs and experiences of users,

clients.

• A philosophy; not a workstream, not an organizational

process.

“An ‘anti-arrogant’ approach to problem solving”

Principles of Human Centered Design

Principles of Human Centered Design

• Rapid prototyping and iteration

Human Centered Design Behaviors

• Making lists and choosing ideas
• Not a linear process!

Discussing the Readings

• What were your takeaways of the readings?
• How does this work compare to approaches used at

your organization?

• What are potential benefits of using a human centered

design process?

Personal Design Behaviors

• 1. Keep humans @ center of progress
• 2. Suspend judgment
• 3. Sit comfortably with ambiguity
• 4. Show unfinished work
• 5. Rapidly experiment (bias toward action, take risks)
• 6. Visualize complexity, then target your intervention
• 7. Make ideas visible
• 8. Have fun!

Pair work

Reactions??

Leading Innovation in Teams: Ideation

Conduct research Revisit your HMW Brainstorm solutions Sort & choose ideas Prototype & test

Conduct research

• Objective: understand what people want and

need

• Why it’s important: Feasible, Viable,

Desirable/meaningful

• Strategy:

○ Identify and engage stakeholders ○ Consider best practices ○ Study what hasn’t worked

Conduct research

• User research:

■ Survey ■ Interview ■ Observe ■ “Walk a mile”

• Interview peer (and non-peer) organizations
• Speak to experts
• Analyze past efforts

Conduct research

• Interview Tips

○ Two-three interviewers ○ Ask open ended questions, be curious ○ Bring a conversation starter / fact finding tool

Conduct research

• Observation Tool: Empathy Map

Conduct research

• Card sort:

Conduct research

• Journey / process map
• How to
• Identify a

starting and ending point

• 3-7 critical

elements

• Jot down

inefficienci es, pain points

Revisit your HMW ○ Document themes of user’s main constraints and needs ○ Ask your team is this HMW question the right question to brainstorm, or is there a related barrier or challenge that we should tackle? ○ Reframe HMW if necessary

Brainstorm solutions

• Objective: Generate and evaluate a high #
• f ideas
• Practices:

○ Get to a high # ○ Look outside the law for inspiration ○ Diverge THEN converge

Brainstorm solutions

Brainstorm solutions Look outside the law for inspiration

Brainstorm solutions

Solution set Example

Products Policies Experiences Environment Wild Card

Choose ideas

• Scenario: Abundance of ideas, now

what?!

• Objective: To narrow the field of options

by sorting then choosing ideas

Choose ideas

Don’t boil the ocean

Choose ideas

• Activities:

○ Cluster post-its ○ Dot voting

Choose ideas

• Tips

○ Return to guiding values ○ No more than 2-3 projects ○ If facing selection anxiety, prototype both or pilot for short time

Prototype & Test

• What is a prototype? a lo-fi

representation of a hypothetical change. Intended for testing and future iteration.

• Why is it important?

○ Risk reduction ○ focuses meetings ○ Manages anxieties about the future

Prototype & Test How to Test

• Present your prototype to the stakeholder(s) in

the context of how it would be experienced, and note reactions.

• Listen, don’t defend.
• Jot down positives, negatives, questions

Prototype & Test How to Test with a Group

• I like I wish I wonder
• Benefits Challenges Questions

Prototype & Test: Demo Innovating Self-Care

• Read Prototype
• Use I like I wish I wonder

Prototype & Test How to prototype? Training Staff restructuring New Timesheet

Ideation Recap

• Human centered design thinking is an

“anti-arrogant” approach to problem solving and innovation, because it emphasizes present user needs

• Mindset, not a process
• Promotes prototyping and testing as quick

learning tools

Leading an Ideation Session: Example Innovating Onboarding and Professional Development at

One goal, two meetings, the will to innovate

Innovation Lab @ OneJustice: Onboarding Co-design Group

The Challenge

“Expand and formalize

• nboarding

and professional development systems at OneJustice”

• email invitation

Challenge accepted!

Meeting 1 Roadmap

“Systems design is about mapping the universe, finding ‘where it hurts,’ going there”

Meeting 1 “This will feel weird”

Meeting 1 Goal Setting

Aims

• Staff know where to go

for what info/supports

• Lear how to use

different technologies

• Learn everyday things:

lock door, even when they are by themselves

• By end of first day/week,

have base knowledge of OneJustice structure and operations Questions

• How much historical and

institutional knowledge to pass down?

• Whether different supports

needed for roles where high turnover is expected Constraints

• Different programs,
• rientation of staff
• Gaps in resources and

staffing

• Digital clean up

Initial Ideas

• When/how to use G

Suite (Gmail, Google Docs, Google Slides) ○ Share the G Suite Learning Center with new hires

• Alert to diff listservs,

trainings CompassPoint

The aims

Innovate with eye to

• Help staff hit ground

running

• Develop within and
• utside of OneJustice
• Institutional solutions

(not person dependent)

Constraints

And to grapple with…

• Dissonant use of tech
• Limited budget and staffing
• Diverse programming

Meeting 2 Design Sprint!

As is

• Map the universe
• Identify issues, pain points

How might we?????

• What to improve
• Brainstorm solutions

Prototype

• Lo-fi
• Test

Meeting 2 Map the universe How to (process) map

• Identify a starting and ending

point

• 3-7 critical elements
• Jot down inefficiencies, pain

points

Meeting 2 Map the Universe

“Oh my g-d, I’m terrified”

• Blossom

Meeting 2 How Might We????? How might we

...Create systems that promote professional development at both organizational and individual levels? ...Ensure staff learn about all OneJx projects in an inspiring and engaging way?

Meeting 2 How Might We????? How might we

• Policies
• Experiences
• Environment
• Products
• Wild card

Rapid Prototyping!

“Physically represent your idea; present for testing”

Testing and Iteration

“I like, I wish, I wonder!”

Ideas:

• Onboarding passport
• Onboarding training video
• Professional development brown bag series
• A lot of (exciting) signs!

Ideas! (Joel)

• Training

videos

Welcome to OneJustice! 3:00 Our History 3:00 HNP Executive Fellowship 3:00 HNP Californians for Legal Aid 3:00 PBJ IMPACT LA 3:00 PBJ PBTI 3:00

Designers debrief

Reflections from Roel

• Design work is scary - at first!
• The sprinters are rock stars!
• Onboarding and professional

development systems are

• complex. Help!

Designers facilitate

(3)

• nboarding

groups (3) PD groups

Next Steps

“Prototype City”

Participant Expectations: Lean into Personal Design Behaviors

• 1. Keep humans @ center of progress
• 2. Suspend judgment
• 3. Sit comfortably with ambiguity
• 4. Show unfinished work
• 5. Rapidly experiment (bias toward action, take risks)
• 6. Visualize complexity, then target your intervention
• 7. Make ideas visible
• 8. Have fun!

Will this fly at work?

Conduct research Revisit the HMW Brainstorm solutions Choose ideas Prototype & test

Personal Design Behaviors Lawyer Culture

• Keep humans at the center of

process

• Suspend judgment
• Sit comfortably with ambiguity
• Show unfinished work
• Rapidly experiment
• Bias toward action, take risks
• Visualize complexity then

target your intervention

• Make ideas visible (create

shared assets) - use post its!

• Have fun!
• Keep precedent at the center
• f process
• Judge, argue
• Avoid risk
• Perfection is expected
• I disagree in three ways
• “Clearly we need to do.”
• “I don’t draw”
• Memos
• Fun, in suits?

1. Brown bags and trainings to discuss different ways of improving services. 2. Don’t call it design thinking: feedback and ideas, creative brainstorming, continuous improvement meeting 3. Stoke creative thinking by sending a meeting agenda ahead of time, with some creative priming questions or asking people to review feedback forms or last year’s evals. 4. Make sure meetings promote divergent and convergent thinking.

Things you can do now to promote DT @ work

Leading Innovation in Teams Framework

Build a winning team Set process agreements Understand the issues Identify strategic areas of work Pose HMW question(s) Conduct research

Revisit HMW

Brainstorm solutions

Choose ideas

Prototype & test

Inspiration Ideation Implementation

Capstone Work

Conduct research Revisit the HMW Brainstorm solutions Choose ideas Prototype & test